LO8-4 Explain how job experiences c

LO8-4说明如何将工作经验用于技能发展。<br>∙工作经历通过关系，问题，需求，任务和员工工作的其他特征的组合来促进发展。<br>∙假设当员工的技能和经验与员工当前工作所需的技能不完全匹配时，最有可能发生发展，因此员工必须努力满足新任务的要求。<br>∙影响会因员工是否将体验视为正面或负面压力源而异。<br>∙支持员工发展的工作经验可能包括工作扩大，工作轮换，调动，晋升，下调以及与其他组织的临时任务。<br>LO8-5总结成功指导计划的原则。<br>∙导师是经验丰富，富有成效的高级员工，可帮助发展经验不足的员工。<br>∙尽管大多数指导关系是非正式发展的，但组织可以通过建立正式的指导计划将指导与发展目标联系起来。正式计划为确保包括所有合格员工在内提供了基础。<br>∙指导计划在自愿且参与者了解计划细节的情况下往往最成功。<br>∙组织应奖励经理人员的发展，根据人际关系和技术技能精心选择导师，对他们进行角色培训，并评估该计划是否达到了目标。

LO8-4 Explain how job experiences can be used for developing skills.<br>∙ Job experiences contribute to development through a combination of relationships, problems, demands, tasks, and other features of an employee’s jobs. <br>∙ The assumption is that development is most likely to occur when the employee’s skills and experiences do not entirely match the skills required for the employee’s current job, so employees must stretch to meet the demands of the new assignment.<br>∙ The impact varies according to whether the employee views the experience as a positive or negative source of stress.<br>∙ Job experiences that support employee development may include job enlargement, job rotations, transfers, promotions, downward moves, and temporary assignments with other organizations.<br>LO8-5 Summarize principles of successful mentoring programs.<br>∙ A mentor is an experienced, productive senior employee who helps develop a less-experienced employee.<br>∙ Although most mentoring relationships develop informally, organizations can link mentoring to development goals by establishing a formal mentoring program. A formal program provides a basis for ensuring that all eligible employees are included.<br>∙ Mentoring programs tend to be most successful when they are voluntary and participants understand the details of the program.<br>∙ The organization should reward managers for employee development, carefully select mentors based on interpersonal and technical skills, train them for the role, and evaluate whether the program has met its objectives.

LO8-4解释如何利用工作经验发展技能。<br>•工作经历通过员工工作中的关系、问题、需求、任务和其他特征的组合促进发展。<br>∙假设是，当员工的技能和经验不完全符合员工当前工作所需的技能时，最有可能出现发展，因此员工必须努力满足新任务的要求。<br>∙影响因员工将体验视为压力的积极或消极来源而不同。<br>∙支持员工发展的工作经历可能包括工作扩大、工作轮换、调动、晋升、向下移动和与其他组织的临时任务。<br>LO8-5总结了成功指导计划的原则。<br>•导师是一名经验丰富、富有成效的高级员工，帮助培养经验不足的员工。<br>尽管大多数辅导关系都是非正式发展的，但组织可以通过建立正式的辅导计划，将辅导与发展目标联系起来。一个正式的计划提供了一个基础，以确保所有合格的雇员都包括在内。<br>•当辅导计划是自愿的，并且参与者了解计划的细节时，辅导计划往往最为成功。<br>∙组织应奖励员工发展方面的经理，根据人际关系和技术技能仔细选择导师，对他们进行角色培训，并评估项目是否达到了目标。